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This is a supplement to Charles Chocolates (A).

learning objective:

The case presents a comprehensive and cross-enterprise view of firm strategy: issues regarding marketing, manufacturing, human resource, financial and strategic positioning all figure prominently in this small company, which encompasses manufacturing, retailing, wholesaling and Internet operations. Thus, this case fits well in an undergraduate or MBA strategy class and is ideal for evaluating student performance in a report style, in which students have adequate time to conduct the analysis.The case also illustrates issues encountered when the small business' capabilities for growth must be developed, and shareholders and managers must be aligned on the growth opportunities to be pursued.Finally, the case illustrates strategy implementation issues as the president must develop a plan for growth that includes building resources and capabilities within the organization. Implementation issues can be stressed further with the use of the (B) and (C) cases. The (B) case focuses on a crisis point that involves an immediate response, and the (C) case returns to a future-visioning perspective as the crisis is resolved. The short (B) and (C) cases are suitable for handing out to students to read in class.

Publication Date:

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description

This is a supplement to Charles Chocolates (A).

learning objective:

The case presents a comprehensive and cross-enterprise view of firm strategy: issues regarding marketing, manufacturing, human resource, financial and strategic positioning all figure prominently in this small company, which encompasses manufacturing, retailing, wholesaling and Internet operations. Thus, this case fits well in an undergraduate or MBA strategy class and is ideal for evaluating student performance in a report style, in which students have adequate time to conduct the analysis.The case also illustrates issues encountered when the small business' capabilities for growth must be developed, and shareholders and managers must be aligned on the growth opportunities to be pursued.Finally, the case illustrates strategy implementation issues as the president must develop a plan for growth that includes building resources and capabilities within the organization. Implementation issues can be stressed further with the use of the (B) and (C) cases. The (B) case focuses on a crisis point that involves an immediate response, and the (C) case returns to a future-visioning perspective as the crisis is resolved. The short (B) and (C) cases are suitable for handing out to students to read in class.

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A new president has been hired to double or triple the size of Charles Chocolates, a high end chocolate producer and retailer in Portland, Maine. The case allows a comprehensive analysis of marketing, manufacturing, human resource, financial and strategic positioning issues in a small company with manufacturing, retailing, wholesaling and Internet operations.

learning objective:

The case presents a comprehensive and cross-enterprise view of firm strategy: issues regarding marketing, manufacturing, human resource, financial and strategic positioning all figure prominently in this small company, which encompasses manufacturing, retailing, wholesaling and Internet operations. Thus, this case fits well in an undergraduate or MBA strategy class and is ideal for evaluating student performance in a report style, in which students have adequate time to conduct the analysis.The case also illustrates issues encountered when the small business' capabilities for growth must be developed, and shareholders and managers must be aligned on the growth opportunities to be pursued.Finally, the case illustrates strategy implementation issues as the president must develop a plan for growth that includes building resources and capabilities within the organization. Implementation issues can be stressed further with the use of the (B) and (C) cases. The (B) case focuses on a crisis point that involves an immediate response, and the (C) case returns to a future-visioning perspective as the crisis is resolved. The short (B) and (C) cases are suitable for handing out to students to read in class.

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The chief executive officer (CEO) of West Lake Furnishings Ltd. (West Lake) has been given a proposal from one of his top three wholesale customers: lower the price of a line of signature lamps from $69.99 to $29.99 in exchange for five times the unit sales. The decision point of the case focuses on whether the CEO should or should not take the offer, and answering the question requires a close examination of West Lake's business strategy and its industry. The West Lake case is a short, comprehensive case that is useful for time-pressured situations like case competitions or exams. It can also be used to introduce the Five Forces, or give an overview/review of the entire strategic analysis process.

learning objective:

The West Lake case is suitable for a general management course. The primary objective of the case is to allow students to employ a set of qualitative and quantitative tools to assess a strategic opportunity. In their analysis, students will employ the Diamond-E model to look at the firm and its environment. This case demonstrates that: (1) strategy is dynamic (2) decisions have ripple effects that make static analysis faulty at best (3) growth opportunities must be closely examined for their profitability impacts. This case study presents a short, comprehensive case that is useful for time-pressured situations such as case competitions or exams. It can also be used to introduce Michael Porter's Five Forces model, or as an overview of the entire strategic analysis process.

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An entrepreneur and chief executive officer (CEO) of Sensible Life Products has developed a revolutionary botanical disinfectant called Benefect, the flagship product of his company. This new product is unique among disinfectant products in that it is non-toxic, unlike the majority of conventional disinfectants containing harmful chemicals, such as ammonia, alcohol and chlorine. As a result of the unique properties of the product, the CEO has received numerous offers to purchase or license the technology and is faced with the decision regarding which offer, if any, he should accept. The purpose of this case is to expose students to entrepreneurial exit situations as well as social entrepreneurship issues associated with disruptive technologies. A follow-up supplemental case, Sensible Life Products (B), product #907M58, introduces a fifth opportunity to the students in the form of a joint venture with a major product development firm. The deal involves Sensible Life Products cooperating in further developing the Benefect product into a consumer focused hand sanitizer product.

learning objective:

The case can be taught with a number of different learning objectives: • Entrepreneurial Growth and Exit Opportunities - The case helps students think about how to grow a business and when to pursue what opportunities. It explores decisions of growth and divestment in an environment when there is a set of well-defined but non-exhaustive growth and exit opportunities. • Valuation - The case details four explicit acquisition or licensing deals, thus offering a natural platform for discussing valuation theory. Teaching of this case can emphasize appropriate methods for valuing licensing deals or acquisition deals, present value analysis, and assessing future revenue risk. • Social Entrepreneurship - The nature of the product and the fact that Benefect took on a life of its own means that the case lends itself well to discussions of social entrepreneurship and efforts at effecting societal level change.

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This supplement to Sensible Life Products (A), product #907M57, introduces a fifth opportunity in the form of a joint venture with a major product development firm. The deal involves Sensible Life Products cooperating in further developing the Benefect product into a consumer focused hand sanitizer product.

learning objective:

The case can be taught with a number of different learning objectives: • Entrepreneurial Growth and Exit Opportunities - The case helps students think about how to grow a business and when to pursue what opportunities. It explores decisions of growth and divestment in an environment when there is a set of well-defined but non-exhaustive growth and exit opportunities. • Valuation - The case details four explicit acquisition or licensing deals, thus offering a natural platform for discussing valuation theory. Teaching of this case can emphasize appropriate methods for valuing licensing deals or acquisition deals, present value analysis, and assessing future revenue risk. • Social Entrepreneurship - The nature of the product and the fact that Benefect took on a life of its own means that the case lends itself well to discussions of social entrepreneurship and efforts at effecting societal level change.

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KTM is a small motorcycle manufacturing company located in Austria. As a result of difficult economic conditions in 1999, KTM went private with the help of the venture capital firm BC European Capital (BC). Following a couple of years of strong growth, BC is looking to liquidate its position and move on. KTM is faced with the decision of determining the best means to repurchase BC's equity position in the firm and leave the firm with enough financial flexibility to continue to pursue its rapid expansion plans.

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This is part of the subset of Ivey cases and technical notes written for Introductory-Level courses.

A student project team must recommend to a firm whether or not it should acquire its largest competitor in the salmon farming industry, and if so, at what maximum price. The case does not provide enough information for students to solve the case, instead, students must think about the data and analysis they would need in order to answer their client's question. This case highlights framing a strategic problem for analysis and decision making as well as the preliminary analysis and planning required for efficient and effective data gathering. The case provides an opportunity to focus on secondary sources of data and introduces students to the resources available through the university library.

learning objective:

This case highlights the framing of a strategic problem for analysis and decision-making, as well as the preliminary analysis and planning required for efficient and effective data gathering. This case provides an opportunity to focus on secondary sources of data and to introduce students to the resources available through the university library.This case can be used in a core strategy course to illustrate the process of framing problems and planning for their solution. It would also fit well in any course with a decision-driven project requiring extensive data gathering, such as a course on marketing strategy, entrepreneurship or technology strategy.

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The vice-president of human resources of the British Columbia Automobile Association (BCAA) had just concluded negotiating the first collective agreements for two separate bargaining units with the association's union, who represented about 25 per cent of BCAA's workforce. BCAA's senior management wanted to find a way to reconcile with its unionized employees while still carrying on with the biggest cultural change in the company's century-long history. They wondered how best to proceed. The case serves as a discussion vehicle for how companies can manage labor relations post-strike, while attempting to implement strategic change.

learning objective:

This case gives students insight into how a firm revives a change management effort after a significant disruption.

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KTM was a leading sport motorcycle company based in Austria, with sales internationally. In 2005, the company was considering expanding into all terrain vehicles (ATVs), a market which was experiencing mid- to high double-digit sales growth and healthy operating margins. There were several options open to KTM to expand into the ATV market, including internal development or acquisition of another firm with capabilities in the area of allying with an ATV manufacturer. The chief executive officer had to consider the fit of the ATV business with KTM's core business, as well as the implications of the various options for ATV market entry on maintaining control of KTM, achieving KTM's growth objectives, and effectively exploiting the ATV opportunity in an international context.

learning objective:

To allow students to determine how best to pursue a related market to maximize revenue and cost synergies, learning, and control of the firm.

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